Without knowledge, an organization will face obstacles, remain static and be incapable to bring about dynamic changeThe needed changes involve attitude, mindset, leadership, administration and management.Turbulence, change, challenge, conflict, surprise and
possibility, are the words that describe today’s world and
evoke myriad emotions ranging from fear and anxiety to
excitement, enthusiasm and hope. In this context, education is a
continuous and creative process and its aim is to develop the
capacities, latent in human nature; and to coordinate their
expression for the enrichment and progress of society. According
to Emile Durkheim, education ‘is only the image and reflection
of society’. Education builds up analytical abilities, confidence,
willpower and goal setting competencies, and inspires the vision
that will enable to become a self-motivating agent of social
change, serving the best interests of the society/community.
Against this background, Griffin and Pareek’s book, Management
of Change in Education, makes a meaningful and significant
contribution to our modern management of change in education.
This book consists of six chapters. The first chapter deals with
the concept of ‘change’. In this regard, the authors explained
what is a planned change. Human beings are far too complicated
to make possible a simple, clear and a predictable picture of what is involved in a ‘change’.
If the process of change was clearly definable and predictable, then the task of the planners
and leaders of change would have been simplified. In this ‘change’ aspect, the authors refer
to the personnel responsible for promoting innovation as 'agents of change'. They also refer
occasionally to ‘clients’ of the agent of change or of change programs. Based on this change
concept, the authors opine that the change in education is a part of the large process of social
and cultural development.
Chapter two follows with generalizations about culture and change. The important issues
discussed in this chapter are—social development and cultural values; functional nature of
culture; change grows out of tradition; institutional change mechanisms and change through
borrowing. According to the authors, traditional values and institutions are subject to
necessary changes, because without which planned development would be impossible.
A major influence on willingness for change comes from traditional ideas and customs
personified in the social culture. It is very often the relationship between tradition and
innovation that is many-faceted and multi-dimensional; and requires careful understanding
and analysis. All these complex issues are discussed in this chapter. |
